..

1. VeryShortAnswerType
(Carrying 1
MarkEach)
of
managementinthetwentyfirstcentury?
Q.1. What is the nature of
Ans. Global Management.
Q.2. IntheTwenty-first Century, a manager hasto deal withvariousclients,
legal
authorities,
immigration authorities, local companies offering
recruitment services etc. In this statement in which capacity is the
manager working?
Ans. Country Manager.
Q.3. IntheTwenty-firstCentury,amanagerhastoselectrighttechnicalskills,
builda strongresourcebase,selectappropriateprojects,meet customers
expectations and employees' satisfaction etc. Name the capacity in
which the manageris working.
Ans. Functional Manager.
Q.4. In the Twenty-firstCentury,a managerhas to adapt to the changes in
the businessenvironment and incorporate them in the
organisation,
Whatcapacityofmanageris reflected bythis statement?
Ans. Business Leader.

2. 2.1. Define coordination.
Ans. The process of synchronizingthe various activities ofdifferent
departments
is called coordination.
Q.2. Which force binds all other functions of
management?
Ans. Coordination.
(Carrying 1 Mark Each)
.3. Name that function of management which
synchronizesthe efforts of
Ans. Coordination.
subordinates for achievement of common purp0Se.
. Who is responsible for directing, leading & coordinating the group
efforts of employees?
Ans. Management.
.6.
2.5. Enumerate any two features of coordination.
Ans. (i) Coordinationintegratesgroup efforts.
(i1)
Coordinationensuresunity of action.
Karan EnterpriseLimitedisfacinga lotofproblems. It
manufactures
pens.Itissufferinglossesduetosurplus.Theproductiondepartmnent
producesmoreofpensthanrequiredandsales
departmentisnotable

3. Ans.
Ans.
Q.8.
o.7. ldentify 'x in the given diagram if 'x is tlhat force that integrates all
functions of management.
to sell those many pens. What quality of management do you think
thecompany lacking?
Coordination.
Q.9.
Controlling
Coordination.
Ans. (a) Integration
Ans.
(b) Balarncing
Directing
Give any two elements of coordination.
Planning
organisation.
Organising
Ans. Cooperation.
Staffing
Whyis coordination considered as allpervasive?
Ans. It is required at all levels of management and in all departments of
1.33
Q.10. Namethevoluntaryactiononthepartofindividualsworkingtogether
in an enterprisefor achievingcommonobjective.
Q.11. Whatfunctionof
managementcanbesaidtobeascentralasthethread
in a
garland?
Coordination.
Q.12. Give any one point of
distinction between
cooperationand
coordination.
Ans.
Coordinationisa
deliberateactionwhile
cooperationisavoluntaryone.

4. (Coorndination : Syncl1ronization ofEfforts
Groups ofPersons)
- Purchase,
DakshLtd. has thefollowingorganisation structure. On the top level is theManaging
Director of the comnpany Mr. Naresh. He has four departmentsto manage
Production, Sales and Human Resource. Mr. Naresh decided that all departnents ought
to prepare theirowm plans and setobjectives. As a
result, nodepartnent was aware of the
plans ofotherdepartments. Thepurchasedepartmentmadeover-purchasesandproduction
departmentover-producedgoods which was notaccepted by Sales department and hence
Somegoods remained unsold. Sales department itselfcould not work properly as Human
Resource department could not supply right number ofemployees to them. As a result,
there was utter chaOs and the organisation could notfunction properly.
Q.1. What is the problem facing Daksh Ltd.?
Ans. Lack of coordination among various departments.
Q.2. What is the solution to the problem?
Ans. Management should develop proper coordination among departments to
ensure unity of action in realization of common objectives.

5. It is
th
1. Meaning
Basis
2. Nature
3. Need
4. Managerial
function
5. Relations
6. Scope
Coordination
ATION AND
Coordination is an orderly
arrangement of group efforts
to maintain harmony among
individual efforts toward
accomplishment of common
goals.
Coordination is a system evolved
deliberately by the managers
Coordination is the essence of
management and essential for
achievement of common goals
of an organisation.
Coordination is implicit and
inherent in all functions of an
organization; hence it is also
known as essence of management.
Can be achieved through both
formal and informal relations.
Wider scope as it includes
COoperation.
Cooperation
Cooperation is a voluntary
effort of individuals to help
one other.
Cooperation is an effort that
arises out of informal
relations.
Cooperation is avoluntary
act that arises out of
informal relations with the
desire to work together.
Cooperation is avoluntary
effort of individuals to work
together with the intention
of helping one other.
Arises out of informal
relations only
Narrow scope though it
helps to establish
coordination.

6. Q6. Which function of management involves leading, guiding SuperviSIng
and motivating employees to perform their job efficiently in order
achieve organisation goals?
Ans. Directing.
Q.7. IWhich function of management involves comparing the actual
performance with the established standards, finding out deviations, if
any, and taking corrective actions to ensure that activities are going on
according to the plans?
Ans. Controlling.
Q.8. Which function of management is regarded as monitoring function of
management?
Ans. Controlling.

7. Q.12. What is nmeant by Professional code of conduct'?
Set of guidelines or behaviour and action, proposed by professional
association, is termed as professional code of conduct.
Q.13. What gives rise todifferent styles of management?
Ans. Set of
Ans. Personalised application of universal management principles.
Q.14. Whv is management called cross disciplinary in nature?
Ans. Because the knowledgeofmanagement is derived from other disciplines
such as economics, sociology etc.

8. MANAGEMENT BECOMING A PROFESSION - AN
EMERGINGTREND
In the modern world, there is a fast trend towards management geting
protessionalized. This can be seen by referring to following emerging rends n
business:
ture.
Allbig companies appoint professional managers at all levels.
" Many Indian companies take initiatives to replace family members by
professional managers.
" In publicundertakings, management is in effect by professional managers
only.
Sole proprietors are now more interested in acquiring latest knowledge and
techniques of management. They are motivating their children to do
management courses.
Inconclusion, it may be said that even though presently management cannot
erecognized as a full-fledged profession, it is on fast track to become so in near